Courageous Leadership Source: Courageous Leadership by Bill Hybels Chapter 3: Getting-It-Done Leadership To turn vision into reality takes more than a pep talk. Create a strategic plan to turn vision into reality: 1. Refine the vision 2. Set goals - balance, BHAG 3. Appoint champions 4. Launch the strategy 5. Track progress 6. Connect people to the strategic plan 7. Get people to own the vision 8. Get feedback from leaders Chapter 4: A Process for Building a Team: 1. Define the purpose of the teak 2. Recruit team members (a) Character (b) Competence (c) Chemistry 3. Develop a quality leader 4. Develop team community 5. Establish clear goals 6. Reward achievement Chapter 5: The Resource Challenge 1. The point leader is responsible to raise funds. 2. The leader must know the following truths: (a) God is the ultimate resource supplier (b) Under the right circumstances, people love to give (c) Funding ministry proves the character of the leader 3. Leaders need to educate people about giving 4. People need to be given adequate information 5. Fund raising must be kept as simple as possible 6. Leaders must challenge people to give 7. People will give to a grand vision that excites them 8. Leaders must pay their workers well Chapter 6: Developing Emerging Leaders How leaders create a leadership culture and leave a legacy of well-trained leaders. 1. Create a vision for leadership development 2. Develop a process for developing leaders (a) Identify emerging leaders (b) Invest in the development of emerging leaders (c) Entrust potential leaders with responsibility 3. Look for these character qualities in emerging leaders: (a) Influence (b) Character (c) People skills (d) Drive (a) Intelligence 4. Create your own leadership development plan: (a) Draw up your own top-five quality list (b) Invest in emerging leaders (c) Entrust emerging leaders with responsibility (d) Coach emerging leaders in effectiveness Quotes: At a certain point, people need more than vision. They need People with the spiritual gift of leadership are called to nurture an environment where teachers can teach and shepherds can shepherd and administrators can administer. (Page 68) I want to challenge all of us leaders to put ourselves on intense growth tracks, to read and reflect, to look for mentors, and to begin a non-stop search for the best leadership models we can find. I am asking leaders to be humble enough to learn. I am asking all of us leaders to be courageous enough to apply best practise in appropriate, Spirit-anointed ways in whatever leadership arena God assigns us. (Page 68) Was Jesus Laissez-faire? When Jesus was only twelve years old he told his parents, "I must be about my father's business." Years later when he launched his ministry, he had a clear vision. He had a three-year strategic plan that included the selection and development of twelve disciples. He had a well-planned evangelism strategy that moved from concentric circles outward: first Jerusalem, the Judea, then Samaria, then the outermost parts of the earth. Jesus gave special assignments to his followers, job descriptions, you might say. When his followers did their jobs well, he commended them, praised them, rewarded them. When they didn't, he confronted them and showed them how to do it right. Then he sent them out to do it again, but better this time. Jesus was not the least bit laissez-faire about building the kingdom. His passion for the lost and his love for the church were so strong that he took his Father's business all the way to the cross. And I don't think Jesus is any more laissez-faire today than he was when he walked this earth in human flesh. I think he expects today's church leaders to put their best efforts into building prevailing churches. Of course he said we would not have to do this alone. He promised to gift us, empower us and walk beside us. But we like Jesus, the greatest spiritual leader who ever walked the earth, need to be serious about "our Father's business." We need to remember that doing that requires prayer, spiritual discipline, dependence on the Holy Spirit - and best leadership practise. It's a both/and deal. We also need to accept that we will probably have to pay a price for devoting our lives to building the kingdom of God. Jesus did. (Page 71-72) Chapter 7: Discovering and Developing Your Own Leadership Style 1. The Visionary Leadership style 2. The Directional Leadership style 3. The Strategic Leadership style 4. The Managing Leadership style 5. The Motivational Leadership style 6. The Shepherding Leadership style 7. The Team-Building Leadership Style 8. The Entrepreneurial Leadership Style 9. The Reengineering Leadership style I think my main styles are Visionary and Directional - maybe also Managing.
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